Die faktorstruktuur van Bass se Veelfaktorleierskapsvraelys in die Suid-Afrikaanse konteks.
- Ackermann, C. P., Schepers, J. M., Lessing, B. C., Dannhauser, Z.
- Authors: Ackermann, C. P. , Schepers, J. M. , Lessing, B. C. , Dannhauser, Z.
- Date: 2000
- Subjects: Multifactor Leadership Questionnaire , Transformational leadership , Laissez faire leadership , Transactional leadership
- Type: Article
- Identifier: uj:6341 , http://hdl.handle.net/10210/1086
- Description: The factor structure of Bass’s Multifactor Leadership Questionnaire in the South African context. The aim of the study was to determine whether the factor structure of Bass’s Multifactor Leadership Questionnaire (MLQ), as a measure of transformational leadership, could be replicated within the South African context. The MLQ was chosen not only because it promised to be a valid and reliable measuring instrument of the construct in question, but also due to the fact that there was an urgent need for such an instrument in the management of human resources within organisation undergoing transformation. The MLQ was administered to 406 subjects within the military context and was subjected to factor analysis and item analysis. The factor analysis yielded three factors, namely transformational leadership, transactional leadership and avoidance of leadership (”laissez faire” leadership). The reliabilities of the scales were determined by means of Cronbach’s coefficient alpha, and yielded coefficients of 0,944 0,736 and 0,803 respectively. The factor structure as conceptualised by Bass (1985) was largely confirmed in the present study.
- Full Text:
- Authors: Ackermann, C. P. , Schepers, J. M. , Lessing, B. C. , Dannhauser, Z.
- Date: 2000
- Subjects: Multifactor Leadership Questionnaire , Transformational leadership , Laissez faire leadership , Transactional leadership
- Type: Article
- Identifier: uj:6341 , http://hdl.handle.net/10210/1086
- Description: The factor structure of Bass’s Multifactor Leadership Questionnaire in the South African context. The aim of the study was to determine whether the factor structure of Bass’s Multifactor Leadership Questionnaire (MLQ), as a measure of transformational leadership, could be replicated within the South African context. The MLQ was chosen not only because it promised to be a valid and reliable measuring instrument of the construct in question, but also due to the fact that there was an urgent need for such an instrument in the management of human resources within organisation undergoing transformation. The MLQ was administered to 406 subjects within the military context and was subjected to factor analysis and item analysis. The factor analysis yielded three factors, namely transformational leadership, transactional leadership and avoidance of leadership (”laissez faire” leadership). The reliabilities of the scales were determined by means of Cronbach’s coefficient alpha, and yielded coefficients of 0,944 0,736 and 0,803 respectively. The factor structure as conceptualised by Bass (1985) was largely confirmed in the present study.
- Full Text:
Die verband tussen sekere persoonlikheidseienskappe en transformasionele leierskap.
- Authors: Van Rensburg, C. , Crous, F.
- Date: 2000
- Subjects: Personality traits , Transformational leadership , Transformational leaders
- Type: Article
- Identifier: uj:6447 , http://hdl.handle.net/10210/1387
- Description: The relationship between certain personality traits and transformational leadership. The purpose of the study was to investigate certain personality characteristics of transformational leaders. The Jackson Personality Research Form (PRF-E) and the Multifactor Leadership Questionnaire (MLQ) of Bass and Avolio were administered to a random sample of 164 middle and top managers. The results of t-test analyses yielded statistically significant differences between certain personality traits of transformational versus non-transformational leaders. Using a stepwise logistical regression analysis, a prediction model was created to predict transformational leadership using four personality traits of the Jackson PRF-E. The findings provide support to the central hypothesis of this study and the implications of these results on transformational leadership are discussed.
- Full Text:
- Authors: Van Rensburg, C. , Crous, F.
- Date: 2000
- Subjects: Personality traits , Transformational leadership , Transformational leaders
- Type: Article
- Identifier: uj:6447 , http://hdl.handle.net/10210/1387
- Description: The relationship between certain personality traits and transformational leadership. The purpose of the study was to investigate certain personality characteristics of transformational leaders. The Jackson Personality Research Form (PRF-E) and the Multifactor Leadership Questionnaire (MLQ) of Bass and Avolio were administered to a random sample of 164 middle and top managers. The results of t-test analyses yielded statistically significant differences between certain personality traits of transformational versus non-transformational leaders. Using a stepwise logistical regression analysis, a prediction model was created to predict transformational leadership using four personality traits of the Jackson PRF-E. The findings provide support to the central hypothesis of this study and the implications of these results on transformational leadership are discussed.
- Full Text:
Lokus van beheer en transformasionele leierskap.
- Van Staden, J.F., Schepers, J.M., Rieger, H.S.
- Authors: Van Staden, J.F. , Schepers, J.M. , Rieger, H.S.
- Date: 2000
- Subjects: Locus of control , Transformational leadership , Transactional leadership
- Type: Article
- Identifier: uj:6344 , http://hdl.handle.net/10210/1089
- Description: Locus of control and transformational leadership. The aim of this study was to determine the relationship between locus of control and transformational leadership. These constructs were selected by virtue of the lack of empirical research regarding the assumed relationship between them. The Locus of Control Inventory (LCI) of Schepers (1998) and the Multifactor Leadership Questionnaire (MLQ), Form 5R of Bass and Avolio (1993) were administered to 102 respondents. The results indicate statistically significant relationships between: internal locus of control and transformational leadership; external locus of control and transactional leadership; and autonomy and transformational leadership.
- Full Text:
- Authors: Van Staden, J.F. , Schepers, J.M. , Rieger, H.S.
- Date: 2000
- Subjects: Locus of control , Transformational leadership , Transactional leadership
- Type: Article
- Identifier: uj:6344 , http://hdl.handle.net/10210/1089
- Description: Locus of control and transformational leadership. The aim of this study was to determine the relationship between locus of control and transformational leadership. These constructs were selected by virtue of the lack of empirical research regarding the assumed relationship between them. The Locus of Control Inventory (LCI) of Schepers (1998) and the Multifactor Leadership Questionnaire (MLQ), Form 5R of Bass and Avolio (1993) were administered to 102 respondents. The results indicate statistically significant relationships between: internal locus of control and transformational leadership; external locus of control and transactional leadership; and autonomy and transformational leadership.
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Leadership style and its relation to employee attitudes and behaviour.
- Mester, C.A., Visser, D., Roodt, G., Kellerman, A.M.
- Authors: Mester, C.A. , Visser, D. , Roodt, G. , Kellerman, A.M.
- Date: 2003
- Subjects: Leadership style , Organisational commitment , Job satisfaction , Job involvement , Transformational leadership , Transactional leadership
- Type: Article
- Identifier: uj:6317 , http://hdl.handle.net/10210/1064
- Description: The purpose of this study was to determine the relationships between leadership style and organisational commitment, job satisfaction, job involvement and organisational citizenship behaviour and whether these relationships were stronger for transformational than for transactional leaders. A sample of 52 leaders and 276 raters from a world class engineering company participated. The results of a canonical correlation analysis using the rater data indicated that the most prominent relationship was that between transactional leadership and affective commitment. Furthermore, transformational and transactional leadership did not correlate significantly with the constructs of job involvement and job satisfaction.
- Full Text:
- Authors: Mester, C.A. , Visser, D. , Roodt, G. , Kellerman, A.M.
- Date: 2003
- Subjects: Leadership style , Organisational commitment , Job satisfaction , Job involvement , Transformational leadership , Transactional leadership
- Type: Article
- Identifier: uj:6317 , http://hdl.handle.net/10210/1064
- Description: The purpose of this study was to determine the relationships between leadership style and organisational commitment, job satisfaction, job involvement and organisational citizenship behaviour and whether these relationships were stronger for transformational than for transactional leaders. A sample of 52 leaders and 276 raters from a world class engineering company participated. The results of a canonical correlation analysis using the rater data indicated that the most prominent relationship was that between transactional leadership and affective commitment. Furthermore, transformational and transactional leadership did not correlate significantly with the constructs of job involvement and job satisfaction.
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The behavioural and personality correlates of transactional and transformational leadership.
- Huysamen, R., Schepers, J.M., Zaaiman, J.
- Authors: Huysamen, R. , Schepers, J.M. , Zaaiman, J.
- Date: 2003
- Subjects: Transactional leadership , Transformational leadership , Leadership style , Creativity , Multifactor leadership questionnaire
- Type: Article
- Identifier: uj:6593 , http://hdl.handle.net/10210/946
- Description: The article argues that there is a statistically significant positive relationship between leadership style and creativity. It was found that there is a higher statistically significant positive relation between transformational leadership style and creativity than between creativity and the other leadership styles. Creativity (fluency of thought and originality) can partially be accounted for by the Multifactor Leadership Questionnaire. To demonstrate this in the study, the researcher uses, firstly the Multifactor Leadership Questionnaire to identify leadership style, and secondly three measuring instruments that measure creativity. The argument is substantiated by the results of a statistical analysis of leadership style and creativity.
- Full Text:
- Authors: Huysamen, R. , Schepers, J.M. , Zaaiman, J.
- Date: 2003
- Subjects: Transactional leadership , Transformational leadership , Leadership style , Creativity , Multifactor leadership questionnaire
- Type: Article
- Identifier: uj:6593 , http://hdl.handle.net/10210/946
- Description: The article argues that there is a statistically significant positive relationship between leadership style and creativity. It was found that there is a higher statistically significant positive relation between transformational leadership style and creativity than between creativity and the other leadership styles. Creativity (fluency of thought and originality) can partially be accounted for by the Multifactor Leadership Questionnaire. To demonstrate this in the study, the researcher uses, firstly the Multifactor Leadership Questionnaire to identify leadership style, and secondly three measuring instruments that measure creativity. The argument is substantiated by the results of a statistical analysis of leadership style and creativity.
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Transformational leadership in business organisations ascending to world-class status: A case study in the petrochemical industry.
- De Kock, P.M., Slabbert, J.A.
- Authors: De Kock, P.M. , Slabbert, J.A.
- Date: 2003
- Subjects: Economic competitiveness , Global economy , Transformational leadership , Transactional leadership , World class organisation
- Type: Article
- Identifier: uj:6375 , http://hdl.handle.net/10210/1119
- Description: One of the most important prerequisites for economic competitiveness in the global economy, is the delivery of a unique product or service. In order to achieve this level of competitiveness, transformational rather than transactional leadership should be a core element in organisation’s ascent to ‘world-class’ status. Inline with other researching results, the most important finding of this study, which was conducted in a petrochemical industry, is that transformational leadership is not up to standard.
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- Authors: De Kock, P.M. , Slabbert, J.A.
- Date: 2003
- Subjects: Economic competitiveness , Global economy , Transformational leadership , Transactional leadership , World class organisation
- Type: Article
- Identifier: uj:6375 , http://hdl.handle.net/10210/1119
- Description: One of the most important prerequisites for economic competitiveness in the global economy, is the delivery of a unique product or service. In order to achieve this level of competitiveness, transformational rather than transactional leadership should be a core element in organisation’s ascent to ‘world-class’ status. Inline with other researching results, the most important finding of this study, which was conducted in a petrochemical industry, is that transformational leadership is not up to standard.
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Effective transformational leadership behaviours for managing change.
- Vinger, G., Cilliers, F.V.N.
- Authors: Vinger, G. , Cilliers, F.V.N.
- Date: 2006
- Subjects: Leadership , Higher Education institution , Transformational leadership , Transformational leaders , Multifactor leadership questionnaire
- Type: Article
- Identifier: http://ujcontent.uj.ac.za8080/10210/378073 , uj:5660 , http://hdl.handle.net/10210/2904
- Description: The South African higher education (HE) sector has been criticised for an apparent lack of leadership, calling into question the leaders’ ability to manage change as a result of the recent mergers of HE institutions. The aim of this present research was to establish the frequency of exhibition of transformational leadership and its behaviours and its level in this sector, including the commonly manifesting themes and strategies that transformational leaders, as change agents, utilise to effect change in their organisations. The Multifactor Leadership Questionnaire was administered to 190 HE leaders, followed by individual interviews. It was found that these leaders exhibit transformational leadership fairly often and that, contrary to criticism, they manage change fairly successfully.
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- Authors: Vinger, G. , Cilliers, F.V.N.
- Date: 2006
- Subjects: Leadership , Higher Education institution , Transformational leadership , Transformational leaders , Multifactor leadership questionnaire
- Type: Article
- Identifier: http://ujcontent.uj.ac.za8080/10210/378073 , uj:5660 , http://hdl.handle.net/10210/2904
- Description: The South African higher education (HE) sector has been criticised for an apparent lack of leadership, calling into question the leaders’ ability to manage change as a result of the recent mergers of HE institutions. The aim of this present research was to establish the frequency of exhibition of transformational leadership and its behaviours and its level in this sector, including the commonly manifesting themes and strategies that transformational leaders, as change agents, utilise to effect change in their organisations. The Multifactor Leadership Questionnaire was administered to 190 HE leaders, followed by individual interviews. It was found that these leaders exhibit transformational leadership fairly often and that, contrary to criticism, they manage change fairly successfully.
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Effective leadership considering emotional intelligence in a leadership environment.
- Pretorius, Natalie M., Oosthuizen, Theuns F. J.
- Authors: Pretorius, Natalie M. , Oosthuizen, Theuns F. J.
- Date: 2009
- Subjects: Leadership , Emotional intelligence , Transformational leadership
- Type: Article
- Identifier: uj:6187 , ISBN 978-0-86970-661-9 , http://hdl.handle.net/10210/5264
- Description: The primary objective is to establish whether a potential trend exists between effective leadership and emotional intelligence (EI). This research also investigates whether possible trends exist between leadership and emotional intelligence in terms of the leadership styles: transformational or transactional leadership. Insight is also gained into whether male or female student leaders practice either transformation or transactional leadership styles. The sample was identified as the student leaders at the University of Johannesburg's Auckland Park Kingsway campus. The sample ultimately included 123 respondents for all the committees in the institution, resulting in a very positive response rate for data analysis. The findings revealed that there was insufficient evidence to support the objective that specific trends exist between leadership effectiveness when considering emotional intelligence or whether emotional intelligences relates more strongly with a transformational or transactional leadership style. However relevant relationships between female respondents and the transformational leadership style could be established.
- Full Text:
- Authors: Pretorius, Natalie M. , Oosthuizen, Theuns F. J.
- Date: 2009
- Subjects: Leadership , Emotional intelligence , Transformational leadership
- Type: Article
- Identifier: uj:6187 , ISBN 978-0-86970-661-9 , http://hdl.handle.net/10210/5264
- Description: The primary objective is to establish whether a potential trend exists between effective leadership and emotional intelligence (EI). This research also investigates whether possible trends exist between leadership and emotional intelligence in terms of the leadership styles: transformational or transactional leadership. Insight is also gained into whether male or female student leaders practice either transformation or transactional leadership styles. The sample was identified as the student leaders at the University of Johannesburg's Auckland Park Kingsway campus. The sample ultimately included 123 respondents for all the committees in the institution, resulting in a very positive response rate for data analysis. The findings revealed that there was insufficient evidence to support the objective that specific trends exist between leadership effectiveness when considering emotional intelligence or whether emotional intelligences relates more strongly with a transformational or transactional leadership style. However relevant relationships between female respondents and the transformational leadership style could be established.
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The relationship between transformational leadership psychodynamic attributes, behaviour and effectiveness: towards authentic leadership
- Authors: Maritz, Daniël Retief
- Date: 2012-06-05
- Subjects: Transformational leadership , Transactional leadership , Leadership
- Type: Thesis
- Identifier: uj:2457 , http://hdl.handle.net/10210/4914
- Description: D.Comm. , The globalisation of the South African economy since 1994 has emphasised the need for a new form of leadership, with specific emphasis on authentic and transformational leadership. By understanding the psychodynamic aspects that drive the transformational leader organisations will be able to identify and develop transformational leaders. A real need exists to understand the psychodynamic attributes of transformational leaders and how these attributes affect their behaviour and effectiveness. Most of the currently available research on psychodynamic attributes and their relationship with leadership behaviour and effectiveness is one-dimensional in nature: the research has investigated one or at most two, stand-alone psychodynamic attributes of leaders and their relationship with transformational leadership behaviour and leader effectiveness.
- Full Text:
- Authors: Maritz, Daniël Retief
- Date: 2012-06-05
- Subjects: Transformational leadership , Transactional leadership , Leadership
- Type: Thesis
- Identifier: uj:2457 , http://hdl.handle.net/10210/4914
- Description: D.Comm. , The globalisation of the South African economy since 1994 has emphasised the need for a new form of leadership, with specific emphasis on authentic and transformational leadership. By understanding the psychodynamic aspects that drive the transformational leader organisations will be able to identify and develop transformational leaders. A real need exists to understand the psychodynamic attributes of transformational leaders and how these attributes affect their behaviour and effectiveness. Most of the currently available research on psychodynamic attributes and their relationship with leadership behaviour and effectiveness is one-dimensional in nature: the research has investigated one or at most two, stand-alone psychodynamic attributes of leaders and their relationship with transformational leadership behaviour and leader effectiveness.
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Using a management development programme as a transformational teaching and learning strategy to promote transformational leadership of retail managers
- Authors: Keevy, Zondré
- Date: 2012-11-02
- Subjects: Transformational leadership , Transformational teaching , Assessment centers (Personnel management procedure) , Executives - Training of
- Type: Mini-Dissertation
- Identifier: uj:7306 , http://hdl.handle.net/10210/8045
- Description: M.Ed. , This research report focuses on increasing the effectiveness of the transformational leadership abilities of seven managers at Retek, a pharmaceutical retail organisation, by specifically using transformational teaching and learning strategies in a Management Development Programme. The study is framed by the theories of adult education, including transformational teaching and learning as well as transformational leadership. I used a focus group interview to collect the data and analysed it by using content, descriptive and narrative analysis. The data was coded by using descriptive and interpretive coding techniques which relied on obtaining a reflection of the managers’ learning experience. Five dominant themes emerged from the data. The themes explored the Retek environment, the Management Development Programme (MDP), transformational learning and teaching strategies and transformational leadership. The results of this study indicated that transformational leadership could be developed and improved by using a training programme in which the content was relevant and applicable to retail managers’ leadership and management practice by using transformational teaching and learning strategies. It highlighted the benefits of attending a MDP to enhance personal and professional development. It confirmed the contention that a corporate retail environment which allows for transformational teaching and learning, promotes transformational leadership and management development.
- Full Text:
- Authors: Keevy, Zondré
- Date: 2012-11-02
- Subjects: Transformational leadership , Transformational teaching , Assessment centers (Personnel management procedure) , Executives - Training of
- Type: Mini-Dissertation
- Identifier: uj:7306 , http://hdl.handle.net/10210/8045
- Description: M.Ed. , This research report focuses on increasing the effectiveness of the transformational leadership abilities of seven managers at Retek, a pharmaceutical retail organisation, by specifically using transformational teaching and learning strategies in a Management Development Programme. The study is framed by the theories of adult education, including transformational teaching and learning as well as transformational leadership. I used a focus group interview to collect the data and analysed it by using content, descriptive and narrative analysis. The data was coded by using descriptive and interpretive coding techniques which relied on obtaining a reflection of the managers’ learning experience. Five dominant themes emerged from the data. The themes explored the Retek environment, the Management Development Programme (MDP), transformational learning and teaching strategies and transformational leadership. The results of this study indicated that transformational leadership could be developed and improved by using a training programme in which the content was relevant and applicable to retail managers’ leadership and management practice by using transformational teaching and learning strategies. It highlighted the benefits of attending a MDP to enhance personal and professional development. It confirmed the contention that a corporate retail environment which allows for transformational teaching and learning, promotes transformational leadership and management development.
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Assessing the reliability and validity of a leadership climate survey
- Mouzouris-Ferreira, Christina
- Authors: Mouzouris-Ferreira, Christina
- Date: 2014-06-23
- Subjects: Transformational leadership , Organizational behavior , Corporate culture
- Type: Thesis
- Identifier: uj:11591 , http://hdl.handle.net/10210/11301
- Description: M.Com. (Human Resource Management) , This study is based on the need for developing an instrument that would be able to assess an engaging leadership climate in organisations. Research has shown that there is a link between leadership and organisational climate. Leaders are therefore responsible for creating a climate that facilitates the optimal engagement of employees. Prior to this study, there was no instrument available to assess to what extent such an engaging leadership climate exists. This study reports on the development of such an instrument within an organisation in the South African financial and banking sector: the Engaging Climate Survey (ECS). A non-random, purposive sampling procedure performed on the target population yielded a sample of n = 1 436 (a 100% response rate). Factor and reliability analyses on the completed questionnaire yielded a uni-dimensional construct with high internal consistency and reliability (α = .964).
- Full Text:
- Authors: Mouzouris-Ferreira, Christina
- Date: 2014-06-23
- Subjects: Transformational leadership , Organizational behavior , Corporate culture
- Type: Thesis
- Identifier: uj:11591 , http://hdl.handle.net/10210/11301
- Description: M.Com. (Human Resource Management) , This study is based on the need for developing an instrument that would be able to assess an engaging leadership climate in organisations. Research has shown that there is a link between leadership and organisational climate. Leaders are therefore responsible for creating a climate that facilitates the optimal engagement of employees. Prior to this study, there was no instrument available to assess to what extent such an engaging leadership climate exists. This study reports on the development of such an instrument within an organisation in the South African financial and banking sector: the Engaging Climate Survey (ECS). A non-random, purposive sampling procedure performed on the target population yielded a sample of n = 1 436 (a 100% response rate). Factor and reliability analyses on the completed questionnaire yielded a uni-dimensional construct with high internal consistency and reliability (α = .964).
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The relationship between strategic leadership and employee performance in a parastatal
- Dhanphat, N., Mokgahla, N., Jansen, A.
- Authors: Dhanphat, N. , Mokgahla, N. , Jansen, A.
- Date: 2015-06-08
- Subjects: Transformational leadership , Government business enterprises , Performance - Management , Organizational change , Leadership
- Type: Article
- Identifier: uj:6184 , http://hdl.handle.net/10210/14070
- Description: There is a plethora of leadership literature which place emphasis on the importance of leadership in the performance of employees and organizations. Strategic leadership is of particular interest since this has been a focus in organizations. Strategic leadership is defined by Hitt, Ireland and Hoskisson (2004) as the ability to foresee, envisage, maintain flexibility, and empower others to create strategic change as necessary as part of organizational process. Since the literature on strategic leadership is still in development, parallels are drawn between strategic leadership and transformational leadership styles. This paper aims to understand the relationship between employees’ perceptions of strategic leadership (transformational leadership) of their leaders and employee performance within a South African parastatal. The Multifactor Leadership Questionnaire (MLQ) was used to collect data on leadership styles. The psychometric properties of validity and reliability were assessed using Factor Analysis and Cronbach’s Coefficient Alpha. Descriptive and inferential statistics were used to analyze data. The findings reflect that there is a positive linear and significant relationship between strategic leadership and employee performance. Based on the results of the study, recommendations are provided, which when implemented have the potential to enhance employee performance.
- Full Text: false
- Authors: Dhanphat, N. , Mokgahla, N. , Jansen, A.
- Date: 2015-06-08
- Subjects: Transformational leadership , Government business enterprises , Performance - Management , Organizational change , Leadership
- Type: Article
- Identifier: uj:6184 , http://hdl.handle.net/10210/14070
- Description: There is a plethora of leadership literature which place emphasis on the importance of leadership in the performance of employees and organizations. Strategic leadership is of particular interest since this has been a focus in organizations. Strategic leadership is defined by Hitt, Ireland and Hoskisson (2004) as the ability to foresee, envisage, maintain flexibility, and empower others to create strategic change as necessary as part of organizational process. Since the literature on strategic leadership is still in development, parallels are drawn between strategic leadership and transformational leadership styles. This paper aims to understand the relationship between employees’ perceptions of strategic leadership (transformational leadership) of their leaders and employee performance within a South African parastatal. The Multifactor Leadership Questionnaire (MLQ) was used to collect data on leadership styles. The psychometric properties of validity and reliability were assessed using Factor Analysis and Cronbach’s Coefficient Alpha. Descriptive and inferential statistics were used to analyze data. The findings reflect that there is a positive linear and significant relationship between strategic leadership and employee performance. Based on the results of the study, recommendations are provided, which when implemented have the potential to enhance employee performance.
- Full Text: false
The impact of standard work for leaders in reducing unused employee creativity in lean implementation
- Authors: Mogaramedi, Michael L.
- Date: 2017
- Subjects: Continuous improvement process , Transformational leadership , Enterprise resource planning , Employee motivation , Just-in-time systems
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/243045 , uj:25085
- Description: Abstract: For many years, organisations have studied lean production, and implemented certain aspects of lean in their organisations in efforts to continuously improve. However, lean implementation efforts have neither been successful nor sustainable. This has been primarily attributed to leadership. Furthermore, traditional organisations have not been pursuing the elimination of the eighth lean waste, which is the waste of unused employee creativity. The purpose of this study is to investigate the impact of standard work for leaders in reducing the waste of unused employee creativity during lean implementation. Lean production is not only dependent on the lean tools and techniques, but also on the human elements of lean. These include both the leadership aspects and the employees. Therefore, successful lean implementation is partly dependent on the leadership of the organisations and human creativity embedded in the employees of the organisation. However, the leadership routines and practices that are required for lean are not always defined in various organisations. Furthermore, the extent to which these leadership routines and practices (referred to as standard work for leaders) affect the human creativity of the employees has not been sufficiently explored in literature. Based on the results of the data collected from the case study conducted in an auto manufacturing company, it was determined that whenever employees have been trained in lean, and standard work for leaders has been comprehensively implemented, then the ideas suggested by the workers increased, whereas whenever the employees were not trained in lean, and standard work for leaders has not been implemented comprehensively, the suggested ideas were less. Therefore, it was concluded that standard work for leaders when comprehensively implemented can reduce the waste of unused employee creativity. This research contributes to the current know how within the lean production framework. Organisations that are interested in implementing lean, as well as scholars who are studying lean can benefit from this study. Furthermore, a lean implementation model has been recommended, although it has not been validated. , M.Phil. (Engineering Management)
- Full Text:
- Authors: Mogaramedi, Michael L.
- Date: 2017
- Subjects: Continuous improvement process , Transformational leadership , Enterprise resource planning , Employee motivation , Just-in-time systems
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/243045 , uj:25085
- Description: Abstract: For many years, organisations have studied lean production, and implemented certain aspects of lean in their organisations in efforts to continuously improve. However, lean implementation efforts have neither been successful nor sustainable. This has been primarily attributed to leadership. Furthermore, traditional organisations have not been pursuing the elimination of the eighth lean waste, which is the waste of unused employee creativity. The purpose of this study is to investigate the impact of standard work for leaders in reducing the waste of unused employee creativity during lean implementation. Lean production is not only dependent on the lean tools and techniques, but also on the human elements of lean. These include both the leadership aspects and the employees. Therefore, successful lean implementation is partly dependent on the leadership of the organisations and human creativity embedded in the employees of the organisation. However, the leadership routines and practices that are required for lean are not always defined in various organisations. Furthermore, the extent to which these leadership routines and practices (referred to as standard work for leaders) affect the human creativity of the employees has not been sufficiently explored in literature. Based on the results of the data collected from the case study conducted in an auto manufacturing company, it was determined that whenever employees have been trained in lean, and standard work for leaders has been comprehensively implemented, then the ideas suggested by the workers increased, whereas whenever the employees were not trained in lean, and standard work for leaders has not been implemented comprehensively, the suggested ideas were less. Therefore, it was concluded that standard work for leaders when comprehensively implemented can reduce the waste of unused employee creativity. This research contributes to the current know how within the lean production framework. Organisations that are interested in implementing lean, as well as scholars who are studying lean can benefit from this study. Furthermore, a lean implementation model has been recommended, although it has not been validated. , M.Phil. (Engineering Management)
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The mediating role of motivation between leadership and public sector performance
- Authors: Mavhungu, Dzivhuluwani
- Date: 2017
- Subjects: Leadership , Transformational leadership , Mediation and conciliation, Industrial , Public administration
- Language: English
- Type: Masters (Thesis)
- Identifier: http://ujcontent.uj.ac.za8080/10210/388955 , http://hdl.handle.net/10210/237749 , uj:24365
- Description: M.Com. , Abstract: Please refer to full text to view abstract
- Full Text:
- Authors: Mavhungu, Dzivhuluwani
- Date: 2017
- Subjects: Leadership , Transformational leadership , Mediation and conciliation, Industrial , Public administration
- Language: English
- Type: Masters (Thesis)
- Identifier: http://ujcontent.uj.ac.za8080/10210/388955 , http://hdl.handle.net/10210/237749 , uj:24365
- Description: M.Com. , Abstract: Please refer to full text to view abstract
- Full Text:
The mediation role of motivation between leadership and public sector performance
- Mavhungu, Dzivhuluwani, Bussin, Mark H.R.
- Authors: Mavhungu, Dzivhuluwani , Bussin, Mark H.R.
- Date: 2017
- Subjects: Leadership , Transformational leadership , Mediation and conciliation, Industrial , Public administration
- Language: English
- Type: Articles
- Identifier: http://hdl.handle.net/10210/244532 , uj:25287 , Citation: Mavhungu, D., & Bussin, M.H.R. (2017). The mediation role of motivation between leadership and public sector performance. SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 15(0), a840. https://doi.org/ 10.4102/sajhrm.v15i0.840.
- Description: Abstract: Orientation: As a result of poor performance in 2013, five departments in the Limpopo province were placed under administration in terms of Section 100 (1) (b) of the Constitution of the Republic of South Africa. Research purpose: The main purpose of this study was to investigate the importance of the individual level of performance when diagnosing performance issues in the public sector by focusing on the mediatory role of motivation in the relationship between leadership and public sector performance. Motivation for the study: The diagnosis conducted focused more on the analysis of administrative and operational systems. The solutions were based on normalising financial statements and systems to improve performance. Research design, approach and method: The study took a positivist approach as the philosophy of the study. Using quantitative methods, a cross-sectional survey was used to collect data from 65 employees working in one of the departments that were affected by the intervention. Main findings: The study confirmed the existence of a relationship between leadership and performance in the public sector. It was also found that Public Sector Motivation plays a mediatory role between Perceived Leadership Styles and Individual Job Performance. Practical/managerial implications: The findings imply that it is important that the Limpopo Provincial Government makes an effort to employ and retain employees who are readily showing high levels of Public Sector Motivation. Contribution or value additions: The study focused on an overlooked area in the study of performance in the public sector. The study was able to produce a tool that should be able to provide information to assist managers to make better performance improvement strategy decisions.
- Full Text:
- Authors: Mavhungu, Dzivhuluwani , Bussin, Mark H.R.
- Date: 2017
- Subjects: Leadership , Transformational leadership , Mediation and conciliation, Industrial , Public administration
- Language: English
- Type: Articles
- Identifier: http://hdl.handle.net/10210/244532 , uj:25287 , Citation: Mavhungu, D., & Bussin, M.H.R. (2017). The mediation role of motivation between leadership and public sector performance. SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 15(0), a840. https://doi.org/ 10.4102/sajhrm.v15i0.840.
- Description: Abstract: Orientation: As a result of poor performance in 2013, five departments in the Limpopo province were placed under administration in terms of Section 100 (1) (b) of the Constitution of the Republic of South Africa. Research purpose: The main purpose of this study was to investigate the importance of the individual level of performance when diagnosing performance issues in the public sector by focusing on the mediatory role of motivation in the relationship between leadership and public sector performance. Motivation for the study: The diagnosis conducted focused more on the analysis of administrative and operational systems. The solutions were based on normalising financial statements and systems to improve performance. Research design, approach and method: The study took a positivist approach as the philosophy of the study. Using quantitative methods, a cross-sectional survey was used to collect data from 65 employees working in one of the departments that were affected by the intervention. Main findings: The study confirmed the existence of a relationship between leadership and performance in the public sector. It was also found that Public Sector Motivation plays a mediatory role between Perceived Leadership Styles and Individual Job Performance. Practical/managerial implications: The findings imply that it is important that the Limpopo Provincial Government makes an effort to employ and retain employees who are readily showing high levels of Public Sector Motivation. Contribution or value additions: The study focused on an overlooked area in the study of performance in the public sector. The study was able to produce a tool that should be able to provide information to assist managers to make better performance improvement strategy decisions.
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The relationship between leadership and work engagement
- Authors: Bisnath, Roma
- Date: 2017
- Subjects: Transformational leadership , Employee retention , Organizational behavior , Performance
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/225653 , uj:22795
- Description: Abstract: Work engagement is a topic that has gained momentum in recent research. Many organisations believe it has an impact on the retention and performance of employees as well as bottom line earnings (Bakker, Albrecht & Leiter, 2011; (Tims, Bakker, & Xanthopoulou, 2011) Many factors influence the level of work engagement in an organisation. One specific factor, namely, transformational leadership has been identified as such a factor (Lockwood, 2007). The purpose of this study was to determine what impact transformational leadership has on work engagement. A quantitative research approach was selected and primary data was obtained through the distribution of two structured self-administered questionnaires. The Multifactor Leadership Questionnaire (MLQ), used to measure transformational leadership, and the Benchmark of Engagement Quotient (BEQ) were used to measure work engagement. The structured self-administered questionnaires were distributed to employees at a financial services firm in South Africa. A sample size of n = 265 responses was obtained. These responses were summarised and subjected to various statistical analyses using SPSS (Version 17). The data analysis included descriptive and inferential statistics. The results aimed to understand the relationship between transformational leadership style and work engagement better. The results of the study provided empirical support for theories postulating that transformational leadership can result in higher engagement levels. Key terms: work engagement, transformational leadership, leader-member exchange theory, benchmark of engagement quotient, multifactor leadership questionnaire. , M.Phil.
- Full Text:
- Authors: Bisnath, Roma
- Date: 2017
- Subjects: Transformational leadership , Employee retention , Organizational behavior , Performance
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/225653 , uj:22795
- Description: Abstract: Work engagement is a topic that has gained momentum in recent research. Many organisations believe it has an impact on the retention and performance of employees as well as bottom line earnings (Bakker, Albrecht & Leiter, 2011; (Tims, Bakker, & Xanthopoulou, 2011) Many factors influence the level of work engagement in an organisation. One specific factor, namely, transformational leadership has been identified as such a factor (Lockwood, 2007). The purpose of this study was to determine what impact transformational leadership has on work engagement. A quantitative research approach was selected and primary data was obtained through the distribution of two structured self-administered questionnaires. The Multifactor Leadership Questionnaire (MLQ), used to measure transformational leadership, and the Benchmark of Engagement Quotient (BEQ) were used to measure work engagement. The structured self-administered questionnaires were distributed to employees at a financial services firm in South Africa. A sample size of n = 265 responses was obtained. These responses were summarised and subjected to various statistical analyses using SPSS (Version 17). The data analysis included descriptive and inferential statistics. The results aimed to understand the relationship between transformational leadership style and work engagement better. The results of the study provided empirical support for theories postulating that transformational leadership can result in higher engagement levels. Key terms: work engagement, transformational leadership, leader-member exchange theory, benchmark of engagement quotient, multifactor leadership questionnaire. , M.Phil.
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Transformational leadership as a catalyst to higher levels of consciousness in social systems
- Authors: Toendepi, Joyce
- Date: 2017
- Subjects: Transformational leadership , Social learning , Grounded theory , Social systems
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/237821 , uj:24373
- Description: M.Phil. , Abstract: The need to involve stakeholders in the decision making and policy formulation processes has received considerable attention in research. The findings show that in South Africa there has been a biased preference of scientific knowledge in most decision-making processes, yet solutions could be enriched by non-scientific sources of knowledge and experiences of the people whose lives are affected by such decisions and policies. However, a draw-back in such a process is whether the general populous is equipped enough to be able to participate meaningfully in such debates. The focus of this study was to explore the catalytic aspect of leadership in raising social consciousness to higher levels where it enables the general population to be able to contribute to transformational debates. The study used the current South African social system data. It seems the leadership in certain communities within South Africa may have an impact on the social unrests activities like service delivery protests, xenophobic attacks, violent crime, racism and vandalism through their failure to galvanise society on shared values and norms. Managing complexity calls for more than just technical knowledge it calls for people’s ability to make adaptive changes in their thinking systems, beliefs and behaviours. It also requires the harnessing of collective intelligence and wisdom. This then makes it a leadership issue to catalyse collective consciousness to a level where it can influence societal transformation in order to achieve consensus on the distribution of wealth and to generally influence the collective to view reality through one lens. Grounded Theory was the methodology found suitable in exploring the research problem because of its strength in systemic integration of data and its distinctive attribute of using participants’ voices in the narrative. The three coding stages of open, axial and selective coding were utilised in analysing data and leadership came out as the core category. A realist tale style of data presentation was adopted and this allows direct quotations from the interview scripts to be used in reporting on the participants’ experiences. The main findings of the study were that a catalytic leader is a relationship builder who is an adept communicator and displays a particular character and behaviour that is enhanced by certain competencies. The emergent theory was on how leadership as...
- Full Text:
- Authors: Toendepi, Joyce
- Date: 2017
- Subjects: Transformational leadership , Social learning , Grounded theory , Social systems
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/237821 , uj:24373
- Description: M.Phil. , Abstract: The need to involve stakeholders in the decision making and policy formulation processes has received considerable attention in research. The findings show that in South Africa there has been a biased preference of scientific knowledge in most decision-making processes, yet solutions could be enriched by non-scientific sources of knowledge and experiences of the people whose lives are affected by such decisions and policies. However, a draw-back in such a process is whether the general populous is equipped enough to be able to participate meaningfully in such debates. The focus of this study was to explore the catalytic aspect of leadership in raising social consciousness to higher levels where it enables the general population to be able to contribute to transformational debates. The study used the current South African social system data. It seems the leadership in certain communities within South Africa may have an impact on the social unrests activities like service delivery protests, xenophobic attacks, violent crime, racism and vandalism through their failure to galvanise society on shared values and norms. Managing complexity calls for more than just technical knowledge it calls for people’s ability to make adaptive changes in their thinking systems, beliefs and behaviours. It also requires the harnessing of collective intelligence and wisdom. This then makes it a leadership issue to catalyse collective consciousness to a level where it can influence societal transformation in order to achieve consensus on the distribution of wealth and to generally influence the collective to view reality through one lens. Grounded Theory was the methodology found suitable in exploring the research problem because of its strength in systemic integration of data and its distinctive attribute of using participants’ voices in the narrative. The three coding stages of open, axial and selective coding were utilised in analysing data and leadership came out as the core category. A realist tale style of data presentation was adopted and this allows direct quotations from the interview scripts to be used in reporting on the participants’ experiences. The main findings of the study were that a catalytic leader is a relationship builder who is an adept communicator and displays a particular character and behaviour that is enhanced by certain competencies. The emergent theory was on how leadership as...
- Full Text:
Continuous absenteeism amongst teachers living with HIV/AIDS: perceptions of school principals
- Authors: Moyo, Z. , Perumal, J.
- Date: 2020
- Subjects: HIV/AIDS , Ethics of care , Transformational leadership
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/409940 , uj:34363 , Citation: Moyo, Z., Perumal, J. 2020: Continuous absenteeism amongst teachers living with HIV/AIDS: perceptions of school principals.
- Description: Abstract: Education is an indispensable tool for total economic emancipation in Africa and elsewhere. This is why it is a great cause for concern that teachers, who are the main drivers of education, are so strongly affected by HIV/AIDS. A large part of the profound impact of HIV/AIDS is felt in education and threatens the quality of education. The study examined how principals are managing the challenges due to absenteeism amongst teachers living with HIV/AIDS. A narrative inquiry design situated in the qualitative research approach was used together with narrative interviews to elicit qualitative data. The study was embedded within the social constructivist paradigm. Transformational leadership and ethics of care formed the theoretical framework of this study. The qualitative content analysis was used to analyse the data. The key findings speak to how the principals maintain quality of instructional effectiveness through substituting sick and absent teachers using a relief system. They support, empower and advise teachers. Principals should be provided with support from the Department of Education to replace teachers timeously before teaching and learning are disrupted.
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- Authors: Moyo, Z. , Perumal, J.
- Date: 2020
- Subjects: HIV/AIDS , Ethics of care , Transformational leadership
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/409940 , uj:34363 , Citation: Moyo, Z., Perumal, J. 2020: Continuous absenteeism amongst teachers living with HIV/AIDS: perceptions of school principals.
- Description: Abstract: Education is an indispensable tool for total economic emancipation in Africa and elsewhere. This is why it is a great cause for concern that teachers, who are the main drivers of education, are so strongly affected by HIV/AIDS. A large part of the profound impact of HIV/AIDS is felt in education and threatens the quality of education. The study examined how principals are managing the challenges due to absenteeism amongst teachers living with HIV/AIDS. A narrative inquiry design situated in the qualitative research approach was used together with narrative interviews to elicit qualitative data. The study was embedded within the social constructivist paradigm. Transformational leadership and ethics of care formed the theoretical framework of this study. The qualitative content analysis was used to analyse the data. The key findings speak to how the principals maintain quality of instructional effectiveness through substituting sick and absent teachers using a relief system. They support, empower and advise teachers. Principals should be provided with support from the Department of Education to replace teachers timeously before teaching and learning are disrupted.
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Daily work pressure and exposure to bullying-related negative acts : the role of daily transformational and laissez-faire leadership
- Ågotnes, Kari Wik, Skogstad, Anders, Hetland, Jørn, Olsen, Olav Kjellevold, Espevik, Roar, Bakker, Arnold B., Einarsen, Ståle Valvatne
- Authors: Ågotnes, Kari Wik , Skogstad, Anders , Hetland, Jørn , Olsen, Olav Kjellevold , Espevik, Roar , Bakker, Arnold B. , Einarsen, Ståle Valvatne
- Date: 2021
- Subjects: Work pressure , Transformational leadership , Laissez-faire leadership
- Language: English
- Type: Journal article
- Identifier: http://hdl.handle.net/10210/494254 , uj:44814 , Citation: Ågotnes, K.W. et al. 2021. Daily work pressure and exposure to bullying-related negative acts : the role of daily transformational and laissez-faire leadership.
- Description: Abstract: The present study integrates the work environment hypothesis and the effort-reward imbalance model to argue that work-related antecedents of workplace bullying are moderated by the day-to-day leadership practices of one’s immediate leader. Specifically, we propose that individuals’ daily experiences of work pressure are positively related to their daily experiences of bullying-related negative acts. Moreover, we claim that this relationship is weaker on days when those individuals report high (vs. low) levels of transformational leadership behaviour, and stronger on days when they report high (vs. low) levels of laissez-faire leadership behaviour. To test these three hypotheses, we asked 61 naval cadets on a tall ship sailing from Northern Europe to North America to fill out a diary questionnaire for 36 days yielding 1509 observations. The results of multilevel analyses supported our hypothesis of a positive relationship of cadets’ daily reports of work pressure with their daily reports of bullying-related negative acts. In addition, laissez-faire leadership behaviour (but not transformational leadership behaviour) moderated the work pressureebullying-related negative acts relationship. Our findings support the assumption that laissez-faire leadership is an important component in the development of conflict escalation and workplace bullying, while transformational leadership is not. We discuss theoretical as well as practical implications of these findings.
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- Authors: Ågotnes, Kari Wik , Skogstad, Anders , Hetland, Jørn , Olsen, Olav Kjellevold , Espevik, Roar , Bakker, Arnold B. , Einarsen, Ståle Valvatne
- Date: 2021
- Subjects: Work pressure , Transformational leadership , Laissez-faire leadership
- Language: English
- Type: Journal article
- Identifier: http://hdl.handle.net/10210/494254 , uj:44814 , Citation: Ågotnes, K.W. et al. 2021. Daily work pressure and exposure to bullying-related negative acts : the role of daily transformational and laissez-faire leadership.
- Description: Abstract: The present study integrates the work environment hypothesis and the effort-reward imbalance model to argue that work-related antecedents of workplace bullying are moderated by the day-to-day leadership practices of one’s immediate leader. Specifically, we propose that individuals’ daily experiences of work pressure are positively related to their daily experiences of bullying-related negative acts. Moreover, we claim that this relationship is weaker on days when those individuals report high (vs. low) levels of transformational leadership behaviour, and stronger on days when they report high (vs. low) levels of laissez-faire leadership behaviour. To test these three hypotheses, we asked 61 naval cadets on a tall ship sailing from Northern Europe to North America to fill out a diary questionnaire for 36 days yielding 1509 observations. The results of multilevel analyses supported our hypothesis of a positive relationship of cadets’ daily reports of work pressure with their daily reports of bullying-related negative acts. In addition, laissez-faire leadership behaviour (but not transformational leadership behaviour) moderated the work pressureebullying-related negative acts relationship. Our findings support the assumption that laissez-faire leadership is an important component in the development of conflict escalation and workplace bullying, while transformational leadership is not. We discuss theoretical as well as practical implications of these findings.
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The influence of transformative leadership on organisation change readiness in a public school
- Authors: Van Wyk, Nadeera
- Date: 2021
- Subjects: Transformational leadership , Educational change
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/495899 , uj:45189
- Description: Abstract: The level of change readiness among individuals, groups, and in organisations ultimately depends on the leadership style of the leader and how the followers react toward the anticipated change. Transformative leaders are more likely to be part of organisation change, empowering those around them to accept and even embrace the changes, knowing that they will be supported throughout the change process. The aim of this study was to explore the influence of transformative leadership on organisation change readiness within a public school. This study was conducted in a high school in Port Elizabeth using a qualitative approach. I used the methods of a focus group and semi-structured individual interviews to gather data. I analysed my data thematically. From the study findings it emerged that the participants were exposed to a transformative leadership style within the school. The participants shared personal examples of how they were mentored, molded, and even drawn to this type of leadership. They also felt that collaborative decision making was encouraged and they had freedom to exercise leadership as they were given projects to oversee. The transformative leadership style allowed them to embrace and value change in the organisation. , M.Ed. (Educational Leadership and Management)
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- Authors: Van Wyk, Nadeera
- Date: 2021
- Subjects: Transformational leadership , Educational change
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/495899 , uj:45189
- Description: Abstract: The level of change readiness among individuals, groups, and in organisations ultimately depends on the leadership style of the leader and how the followers react toward the anticipated change. Transformative leaders are more likely to be part of organisation change, empowering those around them to accept and even embrace the changes, knowing that they will be supported throughout the change process. The aim of this study was to explore the influence of transformative leadership on organisation change readiness within a public school. This study was conducted in a high school in Port Elizabeth using a qualitative approach. I used the methods of a focus group and semi-structured individual interviews to gather data. I analysed my data thematically. From the study findings it emerged that the participants were exposed to a transformative leadership style within the school. The participants shared personal examples of how they were mentored, molded, and even drawn to this type of leadership. They also felt that collaborative decision making was encouraged and they had freedom to exercise leadership as they were given projects to oversee. The transformative leadership style allowed them to embrace and value change in the organisation. , M.Ed. (Educational Leadership and Management)
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